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Lider Etkinliği ve Duygusal Zeka Arasındaki İlişkiler: Kadın Akademisyenler Üzerinde Bir Çalışma

Yıl 2021, Cilt 9, Sayı 2, 28 - 41, 27.10.2021

Öz

Bu çalışmanın amacı, akademik hayatta duygusal zekanın lider etkinliği üzerindeki etkilerini incelemektir. Bu amaç doğrultusunda, farklı illerde görev yapan 118 kadın akademisyen tarafından tamamlanan Duygusal Zeka ve Liderin Etkinliği anketinden türetilen veri kümesinin normal dağılıma uygun olduğu tespit edildikten sonra; geçerlilik ve güvenirlik analizleri ile, korelasyon ve regresyon analizleri uygulanmıştır. Çalışmada elde edilen veriler SPSS istatistik programı ile analiz edilmiş ve yorumlanmıştır. Hipotez testlerinden elde edilen sonuçlar, duygusal zekanın akademisyenlerin liderlik etkinlikleri üzerinde önemli bir etkiye sahip olduğunu göstermiştir. Gerçekleştirilen hipotez testlerinde, Duygusal Zekanın “Başkalarının Duygularının Farkında Olma”, “Motivasyon” ve “Başkalarının Duygularını Yönetme” alt boyutları ile; “Lider Etkinliği” arasında istatistiki olarak anlamlı ve pozitif ilişkiler tespit edilmiştir. Ancak; duygusal zekanın “Kendi Duygularının Farkında Olma” ve “Kendi Duygularını Yönetme” boyutları ile “Lider Etkinliği” arasında istatistiki olarak anlamlı ilişkiler bulgulanamamıştır.

Kaynakça

  • Augusty P.A. and Mathew, J. (2020) Theoretical framework of the Relationship between Emotional Intelligence and Effective Leadership to Ensure Sustainability, International Journal of Scientifıc & Technology Research, 9(3), 6314-6320.
  • Babaei, B., & Abdi, A. (2014). Textbooks Content Analysis of Social Studies and Natural Sciences of Secondary School Based on Emotional Intelligence Components. Universal Journal of Educational Research, 2(4), 309-325.
  • Badri-Harun, A; Radzi, M.; Zainol, A. A.; Shaari, Z. H. (2016) Emotional Intelligence as Mediator between Leadership Styles and Leadership Effectiveness: A Theoretical Framework, International Review of Management and Marketing, 2016, 6(1), 116-121.
  • Baltaş, A. (2012) Türk Kültüründe Yönetmek Yerel Değerlerle Küresel Başarılar Kazanmak (4. Baskı). İstanbul: Remzi Kitabevi.
  • Barbuto Jr., J.E., Gottfredson, R.K., Searle, T.P. (2014). An Examination of Emotional Intelligence as an Antecedent of Servant Leadership, Journal of Leadership & Organizational Studies, 21(3), 315-323.
  • Bardzil, P. ve Slaski, M. (2003). Emotional Intelligence: Fundamental competencies for enhanced service provision. Managing Service Quality, 13(2), 97-104.
  • Bar-On, R and Orme, G, reported in Orme and Langhorn, (2003) “Lessons learned from implementing EI programs”, Competency & Emotional Intelligence, 10, 32-39.
  • Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18, 13-25.
  • Bhatnagara, D., Tjosvoldb, D (2012). Leader values for constructive controversy and team effectiveness in India. The International Journal of Human Resource Management, 23(1), 109–125.
  • Blankenship, J.R (2016). Self-other agreement and leader effectiveness: examining differences across leader behaviors and managerial levels. California School of Professional Psychology Alliant International University Doctor of Philosophy, San Diego.
  • Boyatzis, R. E. (2006). Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. Psicothema, 18, 124-131.
  • Breakthrough Ideas for Tomorrow’s Business Agenda, Harvard Business Review, April 2003 The Business Case for Emotional Intelligence.
  • Brown, F.W. ve Moshavi,D. (2005). Transformational leadership and emotional intelligence: a potential pathway for an increased understanding of interpersonal influence. Journal of Organizational Behavior, 26, 867-871.
  • Clapp , S. , & Town , L. (2015). Thriving at work through emotional intelligence. American Medical Writers Association Journal, 30(2), 94 – 96 .
  • Clarke, N. (2010). Emotional intelligence and its relationship to transformational leadership and key project manager competences. Project Management Journal, 41(2), 5-20.
  • David C McClelland, (1998). Identifying competencies with behavioural event interviews. Psychological Science, 9(5) 331–340.
  • Du Plessis, Marieta, Zani Wakelin, & Petrus Nel. (2015). “The influence of emotional intelligence and trust on servant leadership.” SA Journal of Industrial Psychology [Online], 41.1: 9 pages. Web. 5 Apr. 2016.
  • Dulewicz , C, Young, M, & Dulewicz, V. (2005). The relevance of emotional intelligence for leadership performance. Journal of General Management, 30 (3), 71-86.
  • Edelman, P. and van Knippenberg, D. (2017), “Training leader emotion regulation and leadership effectiveness”, Journal of Business and Psychology, Vol. 32 No. 6, pp. 747-757.
  • Fariselli, L. et al, (2013). Organizational Engagement, Emotional Intelligence and Performance, Six Seconds (6sec.org/amadori).
  • Fischer, J (2016). Leader Emotion Management Behavior and Perceived Leader Effectiveness: The Moderating Roles of Gender and Culture. Florida Institute of Technology in partial fulfillment of the requirements for the degree of Master of Science in Industrial/Organizational Psychology, Melbourne, Florida.
  • Godse, A.S., & Thingujam, N.S. (2010). Perceived emotional intelligence and conflict resolution styles among information technology professionals: Testing the mediating role of personality. Singapore Management Review, 32(1), 69-83.
  • Goleman, D. 2019. The Emotionally Intelligent Leader. Harvard Business Review Press, ISBN 978-605-7665-94-2. Türkçe çevirisi: Duygusal Zeka ve Liderlik, Optimist Yayın Grubu, 2020.
  • Goleman, D. (1996). Duygusal Zeka, neden IQ’dan daha önemlidir?, orijinali: Emotional Intelligence (Why it can matter more than IQ?), 1995, **) çeviren: Klinik Psikolog Banu Seçkin Yüksel, Varlık Yayınları, 47.Basım 2017, İstanbul.
  • Goleman, D. (1998). What Makes a Leader. Harvard Business Review.
  • Greenockle, K. M. (2010). The new face in leadership: Emotional intelligence. Quest, 62(3), 260-267.
  • Gyensare,M., Arthur, R., Twumasi, E., Agyapong, J.A (2019). Leader effectiveness – the missing link in the relationship between employee voice and engagement. Cogent Business & Management. 6(1): 1-20.
  • Halton, A.M(2017). Intentional Change Theory, Coaching and Leader Effectiveness. Master of Business (Research), Queensland University of Technology.
  • Humphrey, R.H. (2008), “The right way to lead with emotional labor”, in Humphrey, R.H. (Ed.), Affect and Emotion: New Directions in Management Theory and Research, Information Age, Charlotte, NC, pp. 1-17.
  • Kathleen Cavallo, PsyD, Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership Study, CREIO 2002.
  • Kerr, R., Garvin, J., Heaton, N. and Boyle, E. (2006), “Emotional intelligence and leadership effectiveness”, Leadership & Organizational Development Journal, 37(4), 265-279.
  • Lone, M. A and Lone, A.H. 2018, Does Emotional Intelligence Predict Leadership Effectiveness? An Exploration in Non-Western Context, South Asian Journal of Human Resources Management, 5(1), 28-39.
  • M, H Sankaran, S. Praveen Kumar, (2019), The Essence of Emotional Intelligence in Enhancing Leadership Effectiveness Vani, International Journal of Engineering and Advanced Technology, 8(6).
  • Madanchian, M., Hussein,N., Noordin, F.,Taherdoost, H (2017). Leadership effectiveness measurement and its effect on organization outcomes. Procedia Engineering, 181, 1043-1048.
  • Martin, J. (2016). Emotionally intelligent leadership at 30 Rock: What librarians can learn from a case study of comedy writers. Journal of Library Administration, 56(4), 345-358.
  • Mishar, R., & Bangun, Y. R. (2014). Create the EQ modelling instrument based on Goleman and Bar-on models and psychological defense mechanisms. Procedia-Social and Behavioral Sciences, 115, 394-406.
  • Momemi, N. (2009).The relation between managers’ emotional intelligence and the organizational climate they create. Public Personnel Management, 38(2), 35-48.
  • O’Neil (2007). Predıctıng Leader Effectıveness: Personalıty Traıts And Character Strengths. Department of Psychology and Neuroscience Duke University.
  • Ozcelik,H., Langton, N. ve Aldrich, H. (2008). “Doing well and doing good: The relationship between leadership practices that facilitate a positive emotional climate and organizational performance”, Journal of Managerial Psychology, 23(2), 186 – 203.
  • Paustian-Underdahl, S.C., Walker, S.L, Woehr, D.J(2014). Gender and Perceptions of Leadership Effectiveness: A Meta-Analysis of Contextual Moderators. Journal of Applied Psychology, 99(6): 1129–1145.
  • Rathore, D., Chadha, N. K., & Rana, S. (2017). Emotional intelligence in the workplace. Indian Journal of Positive Psychology, 8(2), 162-165.
  • Razzaq, F. (2016). A Theoretical Evaluation of Four Influential Models of Emotional Intelligence. Bahria Journal of Professional Psychology, 15(2), 39-62.
  • Rosete, D. and Ciarrochi, J. (2005), “Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness”, Leadership & Organizational Development Journal, 26(5), 388-399.
  • Schyns, B., Schilling, J(2011). Implicit Leadership Theories: Think Leader, Think Effective? Journal of Management Inquiry, 20(2) 141 –150.
  • Stein, S.J., Papadogiannis, P., Yip, J.A., & Sitarenios, G. (2009). Emotional intelligence of leaders: A profile of top executives. Leadership and Organization Development Journal, 30(1), 87-101.
  • Thorndike, R.K (1920) Intelligence and Its Uses. Harpers Magazine, 140, 227-335.
  • Turk, E. W., & Wolfe, Z. M. (2019). Principal's Perceived Relationship between Emotional Intelligence, Resilience, and Resonant Leadership throughout Their Career. International Journal of Educational Leadership Preparation, 14(1), 147-169.
  • van Knippenberg, D. and Van Kleef, G.A. (2016), “Leadership and affect: moving the hearts and minds of followers”, Academy of Management Annals, 10(1), 799-840.
  • Weinberger, L.A. (2009), “Emotional intelligence, leadership style, and perceived leadership effectiveness”, Advances in Developing Human Resources, 11(6), 747-772.
  • https://www.edx.org/course/empathy-and-emotional-intelligence-at-work

The Relationship Between Leader Effectiveness and Emotional Intelligence: A Study on Female Academicians

Yıl 2021, Cilt 9, Sayı 2, 28 - 41, 27.10.2021

Öz

The aim of this study is to examine the effects of emotional intelligence on leader effectiveness in academic life. For this purpose, data were collected from 118 female academicians by survey method. The data collected in the study were analyzed with the SPSS statistical program and the findings were interpreted. The results obtained from the hypothesis tests showed that emotional intelligence has a significant effect on the leadership effectiveness of academics. In the hypothesis tests carried out, with the sub-dimensions of Emotional Intelligence "Awareness of Others’ Emotions", "Motivation" and "Managing Others' Emotions"; statistically significant and positive relationships were found between the "Leader Effectiveness”. But, no statistically significant relationships were found between the dimensions of emotional intelligence, "Awareness of One's Feelings" and "Managing Your Own Emotions" and "Leader's Effectiveness".

Kaynakça

  • Augusty P.A. and Mathew, J. (2020) Theoretical framework of the Relationship between Emotional Intelligence and Effective Leadership to Ensure Sustainability, International Journal of Scientifıc & Technology Research, 9(3), 6314-6320.
  • Babaei, B., & Abdi, A. (2014). Textbooks Content Analysis of Social Studies and Natural Sciences of Secondary School Based on Emotional Intelligence Components. Universal Journal of Educational Research, 2(4), 309-325.
  • Badri-Harun, A; Radzi, M.; Zainol, A. A.; Shaari, Z. H. (2016) Emotional Intelligence as Mediator between Leadership Styles and Leadership Effectiveness: A Theoretical Framework, International Review of Management and Marketing, 2016, 6(1), 116-121.
  • Baltaş, A. (2012) Türk Kültüründe Yönetmek Yerel Değerlerle Küresel Başarılar Kazanmak (4. Baskı). İstanbul: Remzi Kitabevi.
  • Barbuto Jr., J.E., Gottfredson, R.K., Searle, T.P. (2014). An Examination of Emotional Intelligence as an Antecedent of Servant Leadership, Journal of Leadership & Organizational Studies, 21(3), 315-323.
  • Bardzil, P. ve Slaski, M. (2003). Emotional Intelligence: Fundamental competencies for enhanced service provision. Managing Service Quality, 13(2), 97-104.
  • Bar-On, R and Orme, G, reported in Orme and Langhorn, (2003) “Lessons learned from implementing EI programs”, Competency & Emotional Intelligence, 10, 32-39.
  • Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18, 13-25.
  • Bhatnagara, D., Tjosvoldb, D (2012). Leader values for constructive controversy and team effectiveness in India. The International Journal of Human Resource Management, 23(1), 109–125.
  • Blankenship, J.R (2016). Self-other agreement and leader effectiveness: examining differences across leader behaviors and managerial levels. California School of Professional Psychology Alliant International University Doctor of Philosophy, San Diego.
  • Boyatzis, R. E. (2006). Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. Psicothema, 18, 124-131.
  • Breakthrough Ideas for Tomorrow’s Business Agenda, Harvard Business Review, April 2003 The Business Case for Emotional Intelligence.
  • Brown, F.W. ve Moshavi,D. (2005). Transformational leadership and emotional intelligence: a potential pathway for an increased understanding of interpersonal influence. Journal of Organizational Behavior, 26, 867-871.
  • Clapp , S. , & Town , L. (2015). Thriving at work through emotional intelligence. American Medical Writers Association Journal, 30(2), 94 – 96 .
  • Clarke, N. (2010). Emotional intelligence and its relationship to transformational leadership and key project manager competences. Project Management Journal, 41(2), 5-20.
  • David C McClelland, (1998). Identifying competencies with behavioural event interviews. Psychological Science, 9(5) 331–340.
  • Du Plessis, Marieta, Zani Wakelin, & Petrus Nel. (2015). “The influence of emotional intelligence and trust on servant leadership.” SA Journal of Industrial Psychology [Online], 41.1: 9 pages. Web. 5 Apr. 2016.
  • Dulewicz , C, Young, M, & Dulewicz, V. (2005). The relevance of emotional intelligence for leadership performance. Journal of General Management, 30 (3), 71-86.
  • Edelman, P. and van Knippenberg, D. (2017), “Training leader emotion regulation and leadership effectiveness”, Journal of Business and Psychology, Vol. 32 No. 6, pp. 747-757.
  • Fariselli, L. et al, (2013). Organizational Engagement, Emotional Intelligence and Performance, Six Seconds (6sec.org/amadori).
  • Fischer, J (2016). Leader Emotion Management Behavior and Perceived Leader Effectiveness: The Moderating Roles of Gender and Culture. Florida Institute of Technology in partial fulfillment of the requirements for the degree of Master of Science in Industrial/Organizational Psychology, Melbourne, Florida.
  • Godse, A.S., & Thingujam, N.S. (2010). Perceived emotional intelligence and conflict resolution styles among information technology professionals: Testing the mediating role of personality. Singapore Management Review, 32(1), 69-83.
  • Goleman, D. 2019. The Emotionally Intelligent Leader. Harvard Business Review Press, ISBN 978-605-7665-94-2. Türkçe çevirisi: Duygusal Zeka ve Liderlik, Optimist Yayın Grubu, 2020.
  • Goleman, D. (1996). Duygusal Zeka, neden IQ’dan daha önemlidir?, orijinali: Emotional Intelligence (Why it can matter more than IQ?), 1995, **) çeviren: Klinik Psikolog Banu Seçkin Yüksel, Varlık Yayınları, 47.Basım 2017, İstanbul.
  • Goleman, D. (1998). What Makes a Leader. Harvard Business Review.
  • Greenockle, K. M. (2010). The new face in leadership: Emotional intelligence. Quest, 62(3), 260-267.
  • Gyensare,M., Arthur, R., Twumasi, E., Agyapong, J.A (2019). Leader effectiveness – the missing link in the relationship between employee voice and engagement. Cogent Business & Management. 6(1): 1-20.
  • Halton, A.M(2017). Intentional Change Theory, Coaching and Leader Effectiveness. Master of Business (Research), Queensland University of Technology.
  • Humphrey, R.H. (2008), “The right way to lead with emotional labor”, in Humphrey, R.H. (Ed.), Affect and Emotion: New Directions in Management Theory and Research, Information Age, Charlotte, NC, pp. 1-17.
  • Kathleen Cavallo, PsyD, Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership Study, CREIO 2002.
  • Kerr, R., Garvin, J., Heaton, N. and Boyle, E. (2006), “Emotional intelligence and leadership effectiveness”, Leadership & Organizational Development Journal, 37(4), 265-279.
  • Lone, M. A and Lone, A.H. 2018, Does Emotional Intelligence Predict Leadership Effectiveness? An Exploration in Non-Western Context, South Asian Journal of Human Resources Management, 5(1), 28-39.
  • M, H Sankaran, S. Praveen Kumar, (2019), The Essence of Emotional Intelligence in Enhancing Leadership Effectiveness Vani, International Journal of Engineering and Advanced Technology, 8(6).
  • Madanchian, M., Hussein,N., Noordin, F.,Taherdoost, H (2017). Leadership effectiveness measurement and its effect on organization outcomes. Procedia Engineering, 181, 1043-1048.
  • Martin, J. (2016). Emotionally intelligent leadership at 30 Rock: What librarians can learn from a case study of comedy writers. Journal of Library Administration, 56(4), 345-358.
  • Mishar, R., & Bangun, Y. R. (2014). Create the EQ modelling instrument based on Goleman and Bar-on models and psychological defense mechanisms. Procedia-Social and Behavioral Sciences, 115, 394-406.
  • Momemi, N. (2009).The relation between managers’ emotional intelligence and the organizational climate they create. Public Personnel Management, 38(2), 35-48.
  • O’Neil (2007). Predıctıng Leader Effectıveness: Personalıty Traıts And Character Strengths. Department of Psychology and Neuroscience Duke University.
  • Ozcelik,H., Langton, N. ve Aldrich, H. (2008). “Doing well and doing good: The relationship between leadership practices that facilitate a positive emotional climate and organizational performance”, Journal of Managerial Psychology, 23(2), 186 – 203.
  • Paustian-Underdahl, S.C., Walker, S.L, Woehr, D.J(2014). Gender and Perceptions of Leadership Effectiveness: A Meta-Analysis of Contextual Moderators. Journal of Applied Psychology, 99(6): 1129–1145.
  • Rathore, D., Chadha, N. K., & Rana, S. (2017). Emotional intelligence in the workplace. Indian Journal of Positive Psychology, 8(2), 162-165.
  • Razzaq, F. (2016). A Theoretical Evaluation of Four Influential Models of Emotional Intelligence. Bahria Journal of Professional Psychology, 15(2), 39-62.
  • Rosete, D. and Ciarrochi, J. (2005), “Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness”, Leadership & Organizational Development Journal, 26(5), 388-399.
  • Schyns, B., Schilling, J(2011). Implicit Leadership Theories: Think Leader, Think Effective? Journal of Management Inquiry, 20(2) 141 –150.
  • Stein, S.J., Papadogiannis, P., Yip, J.A., & Sitarenios, G. (2009). Emotional intelligence of leaders: A profile of top executives. Leadership and Organization Development Journal, 30(1), 87-101.
  • Thorndike, R.K (1920) Intelligence and Its Uses. Harpers Magazine, 140, 227-335.
  • Turk, E. W., & Wolfe, Z. M. (2019). Principal's Perceived Relationship between Emotional Intelligence, Resilience, and Resonant Leadership throughout Their Career. International Journal of Educational Leadership Preparation, 14(1), 147-169.
  • van Knippenberg, D. and Van Kleef, G.A. (2016), “Leadership and affect: moving the hearts and minds of followers”, Academy of Management Annals, 10(1), 799-840.
  • Weinberger, L.A. (2009), “Emotional intelligence, leadership style, and perceived leadership effectiveness”, Advances in Developing Human Resources, 11(6), 747-772.
  • https://www.edx.org/course/empathy-and-emotional-intelligence-at-work

Ayrıntılar

Birincil Dil Türkçe
Konular İşletme
Bölüm Araştırma Makalesi
Yazarlar

Meral ELÇİ
GEBZE TEKNİK ÜNİVERSİTESİ
0000-0002-0547-0250
Türkiye


Gülay MURAT EMİNOĞLU (Sorumlu Yazar)
GEBZE TEKNİK ÜNİVERSİTESİ
0000-0003-2444-6608
Türkiye


Funda SİVRİKAYA ŞERİFOĞLU
İSTANBUL AYDIN ÜNİVERSİTESİ
0000-0002-1367-6726
Türkiye


Şule ÇEVİKER AY
DÜZCE ÜNİVERSİTESİ
0000-0002-9505-5105
Türkiye


Ayla KEÇECİ
DÜZCE ÜNİVERSİTESİ
0000-0002-5949-4610
Türkiye

Yayımlanma Tarihi 27 Ekim 2021
Yayınlandığı Sayı Yıl 2021, Cilt 9, Sayı 2

Kaynak Göster

APA Elçi, M. , Murat Eminoğlu, G. , Sivrikaya Şerifoğlu, F. , Çeviker Ay, Ş. & Keçeci, A. (2021). Lider Etkinliği ve Duygusal Zeka Arasındaki İlişkiler: Kadın Akademisyenler Üzerinde Bir Çalışma . İşletme ve İktisat Çalışmaları Dergisi , 9 (2) , 28-41 . Retrieved from https://dergipark.org.tr/tr/pub/iicder/issue/65542/883899

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